Posts Tagged ‘candor’

People inspire and sometimes, disappoint. I’ve been especially touched by these examples*:

A seasoned foundation executive who eschews misuse of power, develops new talent and prefers evidence to gossip. She shows me quiet confidence.

A couple who saw my need and quickly offered to share their home. They show me generosity.

A vibrant corporate retiree deeply informed by the chaos of war he experienced at a too-young age. This man consistently offers kindness, insight, tolerance, wisdom and vision that transcends the urgent now. He encourages me to consider multiple perspectives.

A capable professional and fierce mother who fought relentlessly to develop a unique treatment that saved her child’s life. She shows me endurance.

An experienced civic leader with terrific inter-personal skills and great respect for others closes his notes with “peace.” He offers me calm in choppy waters.

A gracious lady recalls a deep misunderstanding that decades ago broke a vibrant relationship and sent her regrets. She demonstrates integrity.

A random victim of a merciless beating who was left for dead and endured years of difficult rehabilitation to simply walk and talk again. This man has forgiven those who hurt him and altered his life. Now, he provides savvy advice, kind encouragement and important leadership to his family, church and community. He shows me resilience.

A principled lawyer challenges corruption. She demonstrates resolve by speaking truth to power.

Costly Disappointments

With sadness, I could share a long rift of situations where people have deeply disappointed. People with ignorant, rigid, inflexible perspectives that play “keep away,” discard others and are self-absorbed. Those who provide examples of insecure and fearful actions that exclude talented, ethical resources. Those who manipulate, deceive and support unjust practices that assure the status quo and perpetuate politics. People who assure their friends get big favors. On any given workday, we each see and live these disappointments. These attitudes and actions represent enormous opportunity cost.

Internal Compass

We know authentic leaders make choices that inspire. They are learners, not knowers. They assure that power serves: others and those most vulnerable. They rebound. These characteristics are what endure and what engenders credibility. These features attract others. These are the people who support progress. It’s this conduct that supports high functioning partnerships, teams, coalitions and networks.

The attitudes and behaviors we can most influence are our own. Authentic leaders are driven by an internal compass that reflects key values. Although I make mistakes, I know my intentions: competence, candor, courage and compassion.

Her work is a hybrid: “governmental watchdog and public prosecutor.” She has a tough job that relies on vast technical knowledge and vital personal attributes like integrity, transparency, candor. The challenge is tackling corruption at the highest levels of power.

Thulisile Madonsela fills a role created to help safeguard democracy by the post-apartheid 1996 South African Constitution. To date, the protector’s office has addressed low-level government corruption, but last year a deep investigory report was prepared on activities of President Zuma.

Prior to the report release, Madonsela (who was appointed by Zuma in 2009) was threatened with arrest. She was accused of being a covert CIA agent, having political motivations, racism and other charges. Regardless, she published the report that identifies both misappropriated funds and ethics violations.

Madonsela said, “The work here has exposed fault lines in our democracy. It has people talking about what kind of democracy we have – and what of democracy we deserve.” Described as being “exceedingly self-possessed” and “deliberative,” she is the first woman in South African history to hold this post. Prior to her appointment the office handled 19,000 cases annually, five years later the volume is nearly 40,000. The president has been repeatedly been the subject of investigations, eluding rape, racketeering, money-laundering and fraud charges. For now, the Zuma case is unresolved.

Madonsela’s mother was a maid and father an electrician. She defied her father’s direction to become a nurse. Known as a rigorous student, she secured scholarships for her education. As a young lawyer she helped draft South Africa’s Bill of Rights. Although deeply concerned about her country’s external image, she has said “Somebody had to raise the accountability question.”

–Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com

While you consider the risk of a reply, your mind recalls Jack Nicholson in A Few Good Men. His raging declaration was:“You can’t handle the truth.”

Try Truth: Kill Politics

Val DiFebo, CEO of Deutsch NY, believes we can all be more effective with a little more honesty. She says the lack of politics at her current employer was a huge attraction. This translates to a practice she calls “front-stabbing.” It is a refreshing contrast to back-stabbing. DiFebo says the culture she tries to foster is transparent: “When you have a problem with someone you just say: Look, this is the issue I have. I can get past it but what are you going to do to get past it? It just puts everything on the table and makes it so much easier to get your work done.”

Quality Reflection

Importantly, negative feedback doesn’t need to be a judgment on your skills or intellect. Simply, it can be a reaction to the quality of work. None of us does perfect work all the time. Most of us learners want to make contributions and do better. Leaders and managers have a responsibility to provide quality reflection to peers, colleagues, and those they supervise. It helps people grow. It helps organizations perform.

Leaders Create Safe Space

So, why not foster more truth telling? It’s vital that work spaces are safe enough for candor. Leaders assure safety. It is the first step. Because denial and avoidance can be big coping strategies for us all, an environment that values facts and candor is key. Step two: try it. The truth can, indeed, set us free to help our people and organizations soar.

–Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com

Your choices and actions can make great contributions to both public and private value. Recent attention and related discussion around the film, Lincoln, offers a spotlight for some powerful lessons in managing and leading. The movie focuses mostly on the 13th Amendment, which made slavery unconstitutional. However, the leadership Lincoln demonstrated in the period before the Emancipation Proclamation is also significant and revealing.

The Situation. Lincoln was burdened by the tensions created in a commitment to abolish slavery but preserve the Union. Opponents were merciless in criticism and allies were very frustrated. He was troubled by huge loss of life from the Civil War, depressed by his own child’s death, faced intense political opposition and other practical difficulties.

Lincoln Attributes. Most historians and contemporary observers agree that Lincoln was resilient, patient, thorough, emotionally intelligent, showed moral clarity and passion, was accessible, present, authentic, intuitive and credible. He was also known for his honesty and humility.

Lincoln Competencies. A review of his skills and knowledge indicate Lincoln was a careful listener, a capable analyst and strategist, adaptive, integrative and evidence-based. His management choices were well-timed and he was a deliberate thinker.

The Lincoln Lessons

(1) Keep the big goal constant. Disciplined thought and action against that North Star will ensure forward progress. Lincoln never wavered on his intended primary result.

(2) Be accessible. Leadership doesn’t hide behind closed doors as it ensures only isolation, insulation and elitism. Lincoln engaged in “open hours” with citizens at the White House and communicated constantly with those inside and outside his influence.

(3) Actively seek diverse opinion and thought. A range of thought was key to great perspective. Inclusion is an important principle. Lincoln invited his rivals’ opinions and experiences.

(4) Humility and honesty win. Ego, lies and manipulation take time and energy. Lincoln’s character was consistent and reliable. He rarely sought retribution or vengeance and kept a long view.

(7) Recognize timing matters. An emotional or even fast response may not be best. Lincoln waited strategically to share the Emancipation Proclamation after a battle victory for good reason.

(8) Share responsibility and success. Know that others have important contributions to make. Find and engage great people. Lincoln worked with and through a team. Competent managers act this way.

(9) Be persistent with complexity. Don’t react, respond. Think long enough to untangle the knots. Lincoln was known for his intellectual exploration.

(10) Messages matter. Effective communications are important in connecting with people. Lincoln used humor and told stories with a lesson. Compared to others, his public comments were short and clear.

Harvard Business School uses a case on Lincoln’s presidency to illustrate good practices. Our 16th president was very capable, but not flawless. Nobody is. But, his choices can offer inspiration and constructive example.

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : http://www.pwkinc.com

This photo displays the teamwork that’s essential to complete a tough job.

Would you risk your life with people at work?

Perhaps more relevant: Is trust or fear most prevalent in your workplace? Are there non-stop “plays” about whose influence will prevail and who you will support?

Safety is a vital issue and key to culture in our organizations. The “safety” I reference has little to do with Occupational Safety and Health Administration standards. It has everything to do with integrity and accountability. About a year ago I read a great interview with Dominic Orr, CEO of Aruba Networks. He talked about one management principle he relies on and its benefits. The principle is intellectual honesty.

Less Politics

Orr has intentionally built a culture which yields a competitive advantage for his organization. This CEO stomps on politics at work. Politics are practically about who gets what. A classic definition is “the acquisition of power.”

Orr considers politics a distraction that requires great energy to perpetuate and manage. He is very aware of human nature and says politics precludes focus. Without accountability, the challenges of any enterprise can easily be translated to ego that involves defending roles, “territory,” statements or actions.

He insists on (and models) behavior which supports far more vital concerns. Simply put and publicly stated: “less politics.” Politics, according to Orr, are about ego and defending positions – when humility and exploration that ensures learning serves both relationships and results far better. He “breaks up potential blocks of ice that may become icebergs” in his organization. Instead, pressure is on clear, crisp expectations and measureable milestones.

Banished Inhibitions

So, what’s his action recipe? Orr encourages plenty of feedback to preclude any inhibitions about sharing perspective and authentic contributions . He seeks unfiltered and active comment about how he (and others) manage. It is safe for employees to speak up, to contribute and to challenge.

He also freely provides candid, private guidance to employees. So that staff know energy and attention is on the issue – not the person – emails may include sections that indicate: “start of intellectual honesty moment” and close with “end moment.” Orr tells people to avoid “digging in” on their perspective.

Although individuals are held accountable, far better decisions get made when multiple views get aired and rational criterion applied. An environment that prizes intellectual honesty allows this to happen. It feels safe. It also enables reflection as a routine habit so that both learning and progress occurs. Without the discipline of candor, parallel drama about who’s up and who’s down is fostered and the real work can’t get much attention.

People Trip Sometimes

Recently, the news carried a big story about a cruise ship running aground. “I tripped and fell in the lifeboat,” said the Italian captain who departed a sinking ship prematurely. Obviously, fear and chaos can influence judgment. In this case, the captain probably thought an honest response was too risky. But, his manufactured retort simply garnered more scorn.

All of us are momentarily “stupid” – sometimes. Judgment lapses and in time we feel foolish about a bad choice. The critical issue is how we act next. Disclosure that acknowledges the error, whether caused by emotion, pressure or some other factor, shows humanity. It can endear you to others and build strong bonds.

Seek Mind-Share

Creating a safe culture means there is authentic trust, interdependence and accountability. It is an indicator of a sound organization. The world and our work is so complex we must engage mind-share and commitment at work – not simply time. Leaders who manage well set the example of intellectual honesty. This provides the conditions for people, organizations and communities to soar.

–Lisa Wyatt, Ed. D. is a strategy architect and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com